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Deliver On The Brand Promise To Mitigate New Hire Regret

SVP of Sales and Marketing at engagement solutions provider ITA Group, an industry leader in events, incentives and recognition programs.

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At the recent Gartner ReimagineHR conference, an event for which my company was a sponsor, we gained insight into the issues affecting employee retention. Gartner’s senior principal, research, Alexia Cambon noted in a recent Gartner article that “The number of new hires who regret their decision has risen nearly 50% since 2008,” which we heard reinforced at conference sessions as well.

This level of candidate regret is disconcerting given the heavy emphasis I have seen organizations put on the onboarding experience in recent years. That focus on onboarding has been (and is) a good thing. It’s well known that employees are most vulnerable to attrition during those first 12 months. From simple steps like pre-boarding new hires and reinforcing the importance of meeting with their manager (registration required) during their first week to more comprehensive initiatives like L'Oréal’s culture-driven onboarding app, organizations are increasingly more attentive -- and creative -- when structuring the onboarding process.

So, what gives? What’s changed in the past 10 years to create this increase in new hire angst?

Based on what I learned from Gartner’s advisor Dion Love, it’s the candidate experience, not the onboarding experience, that’s creating some of the biggest issues. Information overload during that critical candidacy stage is one reason at the top of the list. Essentially, candidates are so inundated with different messages and organizational value propositions shared during the recruiting process that they don’t get an accurate picture of the most important facets of the job itself.

This perspective is particularly interesting because it’s counterproductive to what organizations are actually investing in. In addition to a focus on onboarding, according to the “Global Recruiting Trends 2016” report, 59% of employers were investing more in employer branding than the year before. These efforts are designed to market an organization like it is a product for candidates to buy -- or better yet, invest in.

I think it’s a great strategy to focus on employer branding and onboarding. But I also think we can greatly improve the execution of these strategies. What do I mean by that? Organizations craft stories that paint themselves as premier employers where a candidate can develop and spend an entire career. The words vary a bit from company to company, but I see consistent themes: empowering team members, socially conscious, ultimate flexibility and a place to find your tribe. This storytelling has become the cornerstone strategy for many organizations looking to win talent in one of the tightest labor markets we’ve seen by creating this sense of shared purpose and inclusivity.

But that’s the problem.

Their story has become too big, too grandiose and not differentiating in any meaningful way. The job-related employee value proposition (EVP) -- what is in it for me, specifically -- has been left in the dust. And in the most severe cases, the story the company pitches about their workplace culture doesn’t even match reality, which leads to even more regret and misunderstanding after the candidate is brought on board.

So, what can an organization do to avoid this pitfall? Here are my top tips.

Demonstrate Authenticity

A core reason for the disconnect candidates are feeling (and the regret that seeps in) comes down to a matter of authenticity. More specifically, a lack of authenticity. Organizations can get so caught up in trying to project the image that aligns with what the “best” companies are doing that they can lose sight of what it is that makes them unique: their culture, their values, their shared purpose, even their actual work environment.

Make sure your entire team (especially recruiters and hiring managers) aligns on the truths of your organization (registration required) so that any employer branding efforts you invest in have the intended effect of drawing in the right candidates rather than setting unrealistic expectations.

Balance ‘We’ And ‘Me’

According to Gartner, “The best organizations do more than showcase how great they are; instead, they focus on what candidates value and use that information to get and keep candidates’ attention.” Candidates want to know more about what specifically they will be doing, who they will be doing it with and what excellence in that role looks like.

To ensure your EVP emphasizes what’s most important to candidates, find ways to highlight the rewards, opportunity, organization, people and the work itself. These benefits will vary by job, so the EVP for an individual can (and should) be personalized, too.

Take A Page From Marketing’s Book

Marketing departments have embraced segmentation, persona development and micro-personalization strategies for years. And that’s because these methods are successful. This is also how today’s candidates expect to be engaged -- they’re consumers first and foremost.

Once you understand the needs, expectations and best way to reach each of your target segments, you’ll be able to ensure that your messages resonate the way they should, rather than overwhelming a likely already overwhelmed candidate. Consider using market research companies to gain additional perspectives. You’ll be amazed at what you hear and the great ideas that surface.

Don’t Stop What You’re Already Doing -- Refine It

As I stated earlier, keep the focus on employer branding and onboarding. I think they are two of the best developments in the employee experience sector in years. But never lose sight of what’s important to individuals. Focus your efforts on how you can show the individual what they really care about.

The ultimate goal of a strong employer brand should be to recruit more and better candidates for your organization. But if the messages you’re using to draw them in aren’t accurate or true to their day-to-day experiences, you risk damaging this critical point in the employment journey. Once these candidates become employees, they’ll expect to live the brand they were introduced to, so it’s critical that you take the time to ensure that message is authentic and closely aligns with your true employee experience.